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Sales management
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- 2. Recruitment and SelectionProcess • Forecast People • Job Analysis • Job Description • Job Qualification • Recruitment • Communication
- 3. Definition • Process – Formulationof Sales Strategy – Implementation – Sales Force Management
- 4. Recruitment and SelectionProcess • Number • Job Description • Sources • Application form • Interviewing • Offer
- 5. Forecast People • Plans •Current Strength • Promotions n Transfers • Quits n Retirements
- 6. Job Analysis • Dutiesand Responsibilities • Activities • Behaviour of Sales Person
- 7. Preparation of JobDescription • Product/Service Nature • Customer Type • Frequency to contact • Duties and Responsibilities • Reporting Pattern • Intellectual and Physical Demands • Location and area • Compensation
- 8. Job Qualification Skills neededto perform a particular job Job Qualification for Sales Person (MAASHEEPI) – Memory – Alertness – Achievement Oriented – Self Confidence – Hard Working – Energy Level - High – Emotional Maturity – Perseverance – Intelligence
- 9. Recruitment • Number – Need –Positions/(% Application Selected * % accepted) – Eg, 2 / (0.1 * 0.8) = 25 • By whom? • Sources – Inside – Recruitment Agencies – Competitors – Educational Institutes
- 10. Communication • Press – National –Regional • Trade Journals • Agencies • Radio • Educational Institutes/Universities
- 11. Application Form • Personal –Name – Age – Address – Gender – Marital Status – Date of Birth • Educational – School – Higher Education – Qualification – Specialized Training – Membership of Professional Bodies • Employment History – Companies – Dates and Duration – Position & Responsibilities • Interests and Other Activities – Sports – Hobies – Membership of Clubs
- 12. Interview • Tests – Personality –Intelligence – Ability – Aptitude – Emotional Intelligence • Interview – Probes – Silence – Neutral Questions
- 13. Types of Interviews •Structured • Semi-Structured • Group • Panel • Stress • Field
- 14. Job Offer • FormalLetter • Deadline acceptance • Salary Description • Additional Facilities Description • Training Schedule / Probation Period • Performance Review Timeline
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- 16. Herzberg’s Dual FactorTheory
- 17. Vroom’s Expectancy Theory Effort •Increased call rate, longer working days Performance • Increased Sales, increase in no of active accounts, higher sales call ratio Reward • Higher Pay, sense of accomplishment, respect, promotion Value of Reward Expectancy Instrumentality Valence
- 18. Expectancy – Instrumentality- Valence • Expectancy – A person’s Perceived relationship between Effort and Performance • Instrumentality – A person’s Perceived relationship between Performance and Reward • Valence – Value placed upon a reward by a person
- 20. A Salesperson canfeel inequity • Monetary rewards • Workload • Promotion • Degree of recognition • Supervisory behaviour • Targets • Tasks
- 21. Motivation • Monetary Incentives •Quota • Meetings • Contests • Employee Promotion
- 22. Training • Performance Improvement –Definite – Fast • Increased Output per Employee • Reduced Recruitment and Selection Cost • Improved Customer Relationship
- 23. Definition (SACK) The effortan employer puts forth to provide salespeople job-related • Skills • Attitudes • Culture • Knowledge that should result in improved performance in the selling environments
- 24. Why Train? • DecreasedSales – Increase • Customer Relationship Enhancement • Reduce Cost • Morale Boosting • Time and Effort Efficiency • New Sales Personnel • Knowledge • Feedback
- 25. Training Program (PACTMANS) •Aim Where to reach • Needs What is missing • Contents What to add • Method How • Trainer Who • Schedule When • Place Where • Aids Using what material
- 26. 2. Training Needs •Job Specifications • Trainees’ background and experience • Marketing Policies related to Sales • Continuing Training Needs Identification • Performance Measure • Sales Volume • Objectives of Organization • Observation of Skills
- 27. 3. Training Content •Product Details – Application – Drawbacks – Competitors – Substitutes • Sales Techniques • Market Segments – Demographical – Geographical – Psychological • Company Details – History – Unions – Competitors – Image – Policies – Compensation
- 28. 4. Methods (LCDCOCRG) 1. Lecture 2. Case Study 3. Demonstration 4. Conferences 5. On the Job Training 6. Correspondence Courses 7. Role Playing 8. Group Discussions
- 29. 5. Trainer –Who? • Top Sales Executive • Managers – Assistant Sales Manager – District Sales Manager • Directors – Personnel Director – Sales Training Director • Outside Experts
- 30. Evaluation • Performance AgainstStandards • Before and After • Written Test • Rating on Role Playing • On the job observation
- 31. Key to SuccessfulSelling • Ask • Share Product Information • Compare • Show Evidence • Acknowledge Customer’s Viewpoint • Comfort Customer
- 32. Knowledge Product 1. Product DevelopmentHistory 2. Product Performance 3. Maintenance and Service Contracts 4. Price 5. Delivery 6. Quality 7. Cost-Benefit Analysis Competition 1. Attitude towards Competition 2. SWOT
- 33. Knowledge Company 1. Culture 2. Structure 3.Support for Product 4. Image 5. SWOT Customer 1. Behavior 2. Response 3. Interest
- 34. Buyer’s Behavior • Needs •Motives – Rational • Quality • Price • Design – Emotional • Brand Preference • Social factors • Cultural factors • Personal factors
- 35. Buyer’s Decision MakingProcess • Need Recognition • Information Search • Evaluation of Alternatives • Purchase Decision • Post Purchase Behavior – Satisfaction – Dissatisfaction
- 36. Personal Selling Process 1.Opening 2. Need/Problem Identification 3. Presentation/Demonstration 4. Dealing with Objectives 5. Negotiations 6. Closing 7. Follow Up
- 37. Presentation/Demonstration • Objectives – Aware –Persuade – Remind
- 38. Important Points forDemonstration • Customize • Balance Verbal and Visual • One Idea at a time • Need to Desire to buy Conversion • Purchasing Benefits – display • Involve prospect • Ask to check understanding • Summarize imp points • Re-emphasize purchase benefits • Ask for Order/Further communication
- 39. QUOTAS Types (PEAS C) •Profit – Gross Sales – COGS – Net Sales – (COGS + Direct Expenses) • Expense eg, 4% of sales • Activity No of activities to be done • Sales Volume eg, 1000 units in a month • Combination
- 40. How Quotas areSet • Forecast • Forecast and Potential • Past Experience • Judgment • Compensation equivalent
- 41. Administer Quota System •Set Quota - Accurate, Fair & Attainable • Acceptance by Salesperson • Control
- 42. Purposes of Compensation •Connect individual with Organisation • Influence work behavior • Organisational choice • Influence satisfaction. • Feedback on performance • Reinforcement
- 43. Sales Force Compensation Paydissatisfaction may lead to 1. Poor performance 2. Absenteeism 3. Grievances 4. Job dissatisfaction 5. Increased Atteration 6. Psychological withdrawal 7. Stress anxiety 8. Poor mental health
- 44. Compensation Types • StraightSalary Advantages – Sense of Security – Simple to administer – Projection of Compensation Expense is possible Disadvantages – Lacks Motivation – Fixed Expense, Cannot reduce in bad times When to use? – More like delivery – Pre-sales and post-sales services major part – Team oriented Sales efforts
- 45. Compensation Types • StraightCommission Types – Amount per sales – %age of Sales amount – Level Changing amount Advantages – Motivation – Sense of Achievement – Selling cost in proportion to sales Disadvantages – Uncertainty of Sales – Salesperson pressurize customer for sales – Reluctances in transfers When to use? – Low Expense affordability – High Convincing Job
- 46. Compensation Types • Combination Design –Able to live on Salary alone – Top performer: 25%-50% of salary – Commission (as per sales) or Bonus (as per sales and time) – Set lower and upper Limit – Consider profitability
- 47. CRM Cycle • CustomerNeed and Acquisition • Customer Development through Personalization and Customization • Customer Equity through cross selling and up selling